Creating a culture of excellence

Martin Armstrong

Better homes, better lives, a better Glasgow

The ‘Old’ GHA

Scotland’s largest RSL, paralysed by controversy and a stalled Second StageTransfer programme

Lacking clear purpose and direction as a temporary organisation set up todismantle itself

Comprising 63 Local Housing Organisations, either confused about theirrelationship with their ‘parent’ body - or desperate to leave

63 conflicting cultures, brands and agendas

Business performance that did not compare favourably

Headlines then were :-

“performance in collecting rent is poor and worsening”.“performance in letting empty houses is poor, but there has been some

improvement…”

Better homes, better lives, a better Glasgow

‘Journey To Excellence’

Customer first’ focus at heart ofGHA

Performance and accountabilitydrive across whole organisation

Clear, consistent qualityframeworks that ensure staff havetools to deliver- ‘Common System, Common

Sense’-Self-assessment-BESTs

Continuous external assessmentthat creates a confident, can-doculture

Innovative service delivery

Better homes, better lives, a better Glasgow

‘Journey To Excellence’

3 shared values and 5 Big Aims

Organisational restructurestrengthens and expands frontlinedelivery

Governance overhaul putscommunities at heart of localdecision-making

Strong investment in our people –the GHA Academy

Deeper integration and betteralignment with city-wideframeworks

Better homes, better lives, a better Glasgow

The journey continues

New three-year corporate strategy endorsed by all key partners

Awarded 2011 Scottish award for Business Excellence (EFQM)

Secured new-build programme

Second Stage Transfer programme (20,000 houses) completed

Invested over £1bn in modernising and a further £240m scheduled

Lowther Homes established (providing options for mid and full market)

Providing specialist housing services to other RSLs

Significant improvements in employee satisfaction

One of only 38 companies in the world to win The Sword of Honour

Better homes, better lives, a better Glasgow

2011 - delivering excellence

Best-ever tenant satisfaction figures, up from 67% to 83%

Rent arrears fall from £10.4M in 2007 to £5.95M

Top quartile performance (letting is best in class)

Lets within four weeks increase from 49% to 81%

Sickness absence reduced to 3.3% from a peak of over 6.95%

1,000 new build houses for social rent by this year

Over 700 jobs, training places and apprenticeships created in 2010/11

Deprivation reducing in Glasgow

Improved performance - with reduced headcount of 200

Better homes, better lives, a better Glasgow

The next 3 years

Completion of tenant promises A further £240 million of

investment Move from ‘Better homes’ to

‘better lives’ Diversification and

commercialisation Local leadership in

neighbourhood management Creating 1000 jobs, training

places or apprenticeships Digital inclusion for customers by

2013 Protect customers from welfare

changes

Better homes, better lives, a better Glasgow

Don’t just take our word…….

“I was astounded by the journey you have made since I last visited. Youhave clearly worked hard to turn the organisation around and haveachieved much as a result” – IIP Report

“The service demonstrated that it had made considerable progress in the past 12 months” – CSE assessor

“GHA is the jewel in the crown” – Alex Neil, Scottish Housing Minister

“Inspirational leadership is clearly evident in the organisation at anumber of levels” – Quality Scotland Assessor

“GHA is like a stick of rock, it doesn’t matter where you cut it themessage is the same, One GHA” – Quality Scotland Assessor

Creating a culture of excellence

Martin Armstrong

Better homes, better lives, a better Glasgow

The ‘Old’ GHA

Scotland’s largest RSL, paralysed by controversy and a stalled Second StageTransfer programme

Lacking clear purpose and direction as a temporary organisation set up todismantle itself

Comprising 63 Local Housing Organisations, either confused about theirrelationship with their ‘parent’ body - or desperate to leave

63 conflicting cultures, brands and agendas

Business performance that did not compare favourably

Headlines then were :-

“performance in collecting rent is poor and worsening”.“performance in letting empty houses is poor, but there has been some

improvement…”

Better homes, better lives, a better Glasgow

‘Journey To Excellence’

Customer first’ focus at heart ofGHA

Performance and accountabilitydrive across whole organisation

Clear, consistent qualityframeworks that ensure staff havetools to deliver- ‘Common System, Common

Sense’-Self-assessment-BESTs

Continuous external assessmentthat creates a confident, can-doculture

Innovative service delivery

Better homes, better lives, a better Glasgow

‘Journey To Excellence’

3 shared values and 5 Big Aims

Organisational restructurestrengthens and expands frontlinedelivery

Governance overhaul putscommunities at heart of localdecision-making

Strong investment in our people –the GHA Academy

Deeper integration and betteralignment with city-wideframeworks

Better homes, better lives, a better Glasgow

The journey continues

New three-year corporate strategy endorsed by all key partners

Awarded 2011 Scottish award for Business Excellence (EFQM)

Secured new-build programme

Second Stage Transfer programme (20,000 houses) completed

Invested over £1bn in modernising and a further £240m scheduled

Lowther Homes established (providing options for mid and full market)

Providing specialist housing services to other RSLs

Significant improvements in employee satisfaction

One of only 38 companies in the world to win The Sword of Honour

Better homes, better lives, a better Glasgow

2011 - delivering excellence

Best-ever tenant satisfaction figures, up from 67% to 83%

Rent arrears fall from £10.4M in 2007 to £5.95M

Top quartile performance (letting is best in class)

Lets within four weeks increase from 49% to 81%

Sickness absence reduced to 3.3% from a peak of over 6.95%

1,000 new build houses for social rent by this year

Over 700 jobs, training places and apprenticeships created in 2010/11

Deprivation reducing in Glasgow

Improved performance - with reduced headcount of 200

Better homes, better lives, a better Glasgow

The next 3 years

Completion of tenant promises A further £240 million of

investment Move from ‘Better homes’ to

‘better lives’ Diversification and

commercialisation Local leadership in

neighbourhood management Creating 1000 jobs, training

places or apprenticeships Digital inclusion for customers by

2013 Protect customers from welfare

changes

Better homes, better lives, a better Glasgow

Don’t just take our word…….

“I was astounded by the journey you have made since I last visited. Youhave clearly worked hard to turn the organisation around and haveachieved much as a result” – IIP Report

“The service demonstrated that it had made considerable progress in the past 12 months” – CSE assessor

“GHA is the jewel in the crown” – Alex Neil, Scottish Housing Minister

“Inspirational leadership is clearly evident in the organisation at anumber of levels” – Quality Scotland Assessor

“GHA is like a stick of rock, it doesn’t matter where you cut it themessage is the same, One GHA” – Quality Scotland Assessor